THE ROLE OF SOCIAL MEDIA IN CRISIS PREPAREDNESS,

RESPONSE AND RECOVERY

By

Jason Christopher Chan (RPO)

Executive Summary

In recent years, social media has exploded as a category of online

discourse where people create content, share it, bookmark it and network at a
prodigious rate. The five key characteristics of social media: collectivity;
connectedness; completeness; clarity and collaboration lend itself to be used
increasingly to support crisis management functions. This paper examines the
various categories of social media tools to understand how they can be utilised
to enhance analytical and response capabilities of organisations for crisis
management.

The paper identified four main social media functions: (1) information
dissemination, (2) disaster planning and training, (3) collaborative problem
solving and decision making, and (4) information gathering, which are then
mapped onto the three crisis management phases of preparedness, response and
recovery to describe how a range of social media tools may be used to enhance
crisis communications. Case examples of international organisations and
governments using social media for crisis management are shared.

The paper proposes a framework to enhance government use of social

media for crisis management that encompasses the need for a mandate,
differentiated guidelines and three key capabilities to be developed.

1
Introduction

1. Crisis management is a critical organisational function that involves

planning and dynamic incident response to situations as they unfold, often in
unpredictable ways. The cascading effects of an unfolding crisis can undermine
a country’s ability to operate effectively and may result in serious harm to its
people, structures, assets and reputation.

2. The advent of a plethora of social media tools has changed the landscape
of crisis management considerably over recent years with possibilities for social
action now becoming realities. With readily available software tools such as
online discussion platforms and news aggregators, organisations can now
disseminate, acquire and analyse information more efficiently and
comprehensively. While social media has the ability to prevent a crisis from
spiraling out of control, organisations cannot ignore its ability to aggravate an
unfolding crisis situation.

3. The UK riot in 2011 was a case in point. The question of how a small
protest against apparent police brutality in Tottenham could spark riots and
vandalism as far afield as Huddersfield has given rise to the need to examine the
interrelated questions of how social media has influenced the UK riots. Social
media’s role as a catalyst is undeniable as numerous reports attest to the ways in
which rioters and onlookers used social media to organize and communicate.
Rioters would share with each other where areas were not protected, and would
move there in an instance. The speed and impact of the social media initially
overwhelmed the authorities.

4. While social media can impact politics, social movements and the
communication of information, the technology alone cannot be blamed for
sparking the revolts. Ultimately, social media is a tool, and the same tool that
can cause a negative impact, can also bring about positive outcomes by
facilitating and accelerating the speed and breadth of communication, if
properly utilised. This paper examines the use of social media tools by
Governments and non-governmental organisations (NGO) for crisis
preparedness, crisis response and crisis recovery, and describes some of the key
considerations for social media to be used effectively during the crisis response
phase. It draws lessons as well as best practices that can be applied to strengthen
government crisis management capabilities through the use of social media.

2
The paper is divided into three sections:

 Section 1 maps out the current social media landscape, highlights

the changing application of social media tools and describes how social
media tools can be used to augment crisis management capabilities;

 Section 2 outlines the four social media functions involved during

crisis management. It focuses on the crisis response phase to highlight the
need for social media monitoring and engagement as a basis for effective
crisis response;

 Section 3 describes how governments can more systematically deal

with crises through the adoption of a coordinated strategic framework
using social media to establish trusted networks.

3
 SECTION 1

Understanding the Social Media Landscape

5. The medium is not always the message. Social media devoid of purpose
and content would do little to enable people to prepare, respond and recover in
the face of disasters. Generically speaking, social media can be defined as “a
form of new media that facilitates social interaction and communication through
the use of online internet-based platforms.” Within this broad ambit, social
media tools can be categorised into the following:

a. Social networks and blogs. Social networking sites refer to sites

that allow people to build their own personal pages to enhance content
sharing and communication with other people (e.g., Facebook). Blogs are
online journals or discussion sites used to post content and relevant
updates (e.g., The Huffington Post);

b. Bookmarking sites. This refers to websites that help people store,

classify, share and search links through the practice of folksonomy 1
techniques on the internet (e.g., delicious.com, digg.com and reddit.com).
When people tag and share content on bookmarking sites, the visibility of
shared content typically improves across the board;

c. Collaborative projects. Collaborative projects are communal

databases created through user generated content (e.g., Wikipedia);

d. Content communities. Content communities are online

communities where people share various types of content such as photos,
audio and videos (e.g., YouTube, Flickr);

e. Social reviews. This refers to websites that allow people to search,

rate and share information as well as provide recommendations (e.g.,
Google Places). Using social reviews, people are able to vote on content
based on personal interest, inclinations and perceived relevance.

6. In contrast to traditional forms of media, which are typically limited in

reach and restricted to the place of performance, social media tools are able to
broadly overcome these barriers because of five characteristics that differentiate
them from other forms of traditional media:

1
Folksonomy is a system of classification derived from the practice and method of collaboratively creating and
managing tags to annotate and categorise content.
4
 a. Collectivity. The collective nature of social media serves to
connect people across geographical boundaries and time zones via
common platforms, to foster the growth of online communities with
similar interests;

b. Connectivity. Unlike other forms of media or communications,

social media is able to connect users to other resources through the
sharing of web links;

c. Completeness. Social media is able to capture contributions and

keep them in a persistent state for others to view and share;

d. Clarity. Content on social media websites is usually highly visible,

with participating people aware of each other’s activities and content
posted;

e. Collaboration. People are encouraged to share and contribute in

areas they are interested in, by gathering information and providing
feedback.

Harnessing Social Media to Augment Crisis Management Capabilities

7. Crises are complex in nature, have disproportionate effects and can move
at varying speeds. By harnessing the characteristics of the social media tools,
organisational capacity to demonstrate resilience in response to crises can be
significantly enhanced by creating new avenues for collaboration to help build
more resilient communities over time. For example, at the onset of a crisis,
information from social networks and blogs can be accessed by crisis
managers and responders to help identify the source and severity of the crisis
and distribute a consistent message to the affected communities. As search
links and other relevant resources are tagged and evaluated based on
recommendations by people on bookmarking sites, crisis managers are better
able to search and gather information, and respond to on-going developments as
they trend.

8. Social media tools can also be used in enhancing a community’s capacity

in anticipating and preparing for crisis. For example, collaborative projects
may be initiated on social media platforms to empower interested communities
with a rich database of content to analyse and validate information that could
support intervention opportunities during a crisis. Crisis managers can also
monitor content communities to identify emerging trends and potential
hotspots that could become flashpoints for crisis. Overtime, crisis managers are
5
also able to mine through databases of tagged content on social review sites to
identify relevant concerns and themes being expressed online as well as key
contributors to insightful feedback for further analysis.

9. However, for organisations to be effective in utilising social media tools

for crisis management, there is a need to shift our paradigm across seven areas:

a. Purpose. Prior to the advent of social media tools, the use of the
Internet was largely confined to informational purposes. With social
media tools, people can now share content. However, to truly exploit the
capabilities of social media tools, we need to go one step further and find
ways to engage people through the use of more creative and interactive
social applications to enhance collaboration with like-minded
communities;

b. Core Activity. Effective handling of a crisis situation rests on the

ability of crisis managers to gather accurate information on the changing
environment and needs of affected populations. To generate actionable
knowledge, social media tools of the future will have to be equipped with
robust capabilities to support decision-making processes with timely
analytical insights;

c. Stakeholders. Whereas the state has a monopoly of information in

the past, this is no longer the case now. The ease by which information
can be collected and transmitted to a wider audience using social media
tools means that we have to deal with multiple parties, including NGOs
and individual citizens. Social media tools allow us to undertake
crowdsourcing2, as a means of gathering a variety of perspectives on
existing challenges as well as innovative and effective solutions to
enhance the management of crises;

d. Information Content. The analysis of emerging issues and their

cross-cutting effects can be rather complex. The focus on discrete data
alone, such as factual information, may not be sufficient to generate
useful insights to guide stakeholder response. New social media
capabilities can help crisis managers analyse the interdependencies of
discrete data and their associated relationships so as to provide a better
understanding of emerging issues and their emergent effects;

e. Treatment of Information. Concerns about privacy, security, and

data confidentiality can often result in decisions to reduce the scope of
2
Crowdsourcing refers to the act of sourcing tasks traditionally performed by specific individuals to a group of
people or community to solve complex problems and contribute relevant and fresh ideas.
6
 data interchange. The adoption of social media platforms that support
information transparency and sharing can help to integrate and streamline
crisis management processes to satisfy the information needs of all
stakeholders involved, and improve the speed and accuracy of crisis
communications;

f. Software Tools. In-house systems typically require a substantial

capital investment and possess real limitations to full integration with
external systems. Crisis managers need to examine how they can leverage
and be plugged into the open-source platforms which can provide a range
of flexible tools to gather information, and equip people with the
necessary social media and user-generated content management
capabilities to enhance analytical processes and work streams;

g. Output. The over-reliance on specialists to provide assessments do

not sufficiently take into account the individual’s general lack of
understanding for the unknown as well as his or her own cognitive biases
when conducting research and analysis. A crisis response formulated by
considering specialist assessments, stakeholder perspectives and
crowdsourced opinions using social media would enable stakeholders to
make better decisions within acceptable levels of risk and uncertainty.

Meeting the challenges posed by crisis situations will mean using a much more
decentralized, inclusive and interactive process. Table 1 (below) summarises the
paradigm shift needed from the past and the present to the future in the use of
social media tools for organizations to effectively exploit their potential.

7
 Table 1: Past, Present and Future of Social Media Tools

Past Present Future

Purpose
To inform To share To engage

Gathering
Core Activity information Tracking issues Guiding action

State and private

Stakeholders State Actors Multiple actors 3
Actors

Information
Discrete data Networks Relationships
Content

Treatment of
Data Privileged
information Transparency
Confidentiality information

In-house Commercial Open-source

Software tools
capabilities analytical tools platforms

1 + Multi- 1+2+
Specialist
Output stakeholder Crowdsourced
assessment [1]
perspectives [2] opinions

3
Multiple actors include stakeholders such as inter-governmental organizations (IGO), non-governmental
organizations (NGO) and ordinary citizens.
8
 SECTION 2

Application of Social Media tools across Crisis Management Phases

10. Crisis management can be broadly divided into three phases: (1) crisis
preparedness, (2) crisis response, and (3) crisis recovery:

a. During the crisis preparedness phase, the focus is on preventive

activities that seek to reduce known risks that could lead to a crisis.
Recognising that not all crises can be averted, there would be an equal
focus in this phase on crisis management planning and training of the
crisis management team;

b. During crisis response, the focus will be on the speed and

effectiveness of the initial response. There will be a need for quick
situational awareness to help authorities respond effectively after the
crisis hits. The effective use of social media tools will be critical during
this phase to engage community networks in order to gather, analyse and
disseminate information in a timely manner;

c. While the immediacy of response has passed, the crisis recovery

phase requires longer term planning and support to restore the situation
back to normalcy.

11. Across these three stages, social media tools can be used for (1)
information dissemination, (2) disaster planning and training, (3) collaborative
problem solving and decision making, and (4) information gathering. This is
illustrated in Figure 1 and elaborated in the ensuing paragraphs.

Figure 1: Social Media Functions for Crisis Management

9
 a. Information dissemination. Information dissemination through
social media tools is an effective means to provide reliable information
quickly to the public to enable them to better prepare for and respond to
crises. However, the effectiveness is dependent on the reach and
penetration of social media platforms across technological know-how,
education, age, language and culture. As an example, the United Nations
Office for the Coordination of Humanitarian Affairs (UNOCHA) is able
to provide early warning for rapid response to complex humanitarian
emergencies based on information gathered because of OCHA’s
multimedia platforms such as ReliefWeb and the IRIN news service,
which are aimed at providing more detailed analysis to a wider audience;

b. Disaster planning and training. Gamification4 leverages social

media for disaster planning and training to promote personnel training,
scenario planning and collaboration between various crisis management
agencies from the public sector, private sector and civil society
organizations. Gamification can enhance current crisis management
practices through sustained stakeholder training and collaboration. In this
respect, the Kenyan Red Cross and the World Bank bring together
disaster relief experts and software engineers to work on identifying key
challenges and to develop possible solutions through interactive
discussions to overcome a range of possible scenarios related to natural
disaster risk and response;

c. Collaborative problem solving and decision making. Crowd-

sourcing using social media facilitates collaborative problem solving and
decision making by integrating various streams of information from
mobile and web-based technologies to fill the perceived sense-making
and information gaps as well as to aggregate, analyse and plot data about
urgent humanitarian needs. As the knowledge base grows, authorities
become better positioned to manage and respond to a range of possible
crisis-related scenarios. As an illustration, responders from the United
States Institute of Peace collect information to improve their situational
awareness so as to make more informed decisions on the allocation of
resources based on emerging trends;

d. Information gathering. On-the-scene footage, citizen journalism

and disaster assessment are central to information gathering for
coordinating crisis response. Al Jazeera uses a community platform that
leverages on email, mobile text messages and smart phone applications,

4
Gamification refers to the use of gaming mechanics to non-gaming situations to promote desired behaviours
and the adoption of appropriate applications to support these behaviours.
10
 to allow the public to voice their concerns, perceptions, and thoughts
regarding on-going developments.

12. Various international organisations and government agencies have used

social media platforms and technologies to enhance their capabilities in crisis
management. The New York City’s Office of Emergency Management for
example, uses Sahana to manage its all hazards sheltering plan involving over
500 shelters capable of housing over 80,000 persons during a crisis. The Dutch
Government, on the other hand, operates the www.crisis.nl as a focal point for
public dissemination of information during an emergency. Ushahidi, a
downloadable software that enables people to submit eyewitness reports during
a disaster that can then be displayed onto a map has been successfully deployed
during the Haiti Earthquake (2010) to crowdsource data from people on the
ground to aid relief efforts. SensePlace 2 is another map-based web application
that integrates multiple text sources (news, RSS, blog posts) that can then be
translated onto a map to allow emergency responders to easily filter through by
place or time, so as to analyse changing issues and perspectives.

13. A summary table providing further insights into these tools and how
organizations have used them effectively is provided in Annex A and elaborated
through 6 caselets attached as Annex B.

11
 SECTION 3

Framework to Enhance Social Media Capabilities for Crisis Management

14. To guide the development of capabilities in harnessing social media for

crisis management, a framework to foster a more systematic and coordinated
approach outlined in Figure 2 is proposed.

Figure 2: Framework for Whole of Government Crisis Management

using Social Media

a. General Mandate for Managing Crises Using Social Media

b. Strategic Guidelines

c. Capability Development
i. Early Detection ii. Optimised iii. Integrated Public
Task Handling Alert and Feedback
System

d. Measurement Activities

15. The framework comprises the following elements:

a. General Mandate for Managing Crises Using Social Media.

Obtaining senior management buy-in on the value of harnessing social
media tools as a complementary approach to Whole-of-Government
(WOG) crisis management is essential to send a strong and consistent
message to agencies involved in crisis-related work;

b. Strategic Guidelines. Establishing clear and consistent guidelines

for ministries on the use of social media tools for crisis management are
needed. A different and more expedited process may be needed to ensure
information is put out onto the social media in a timely manner either for
reassurance or to obtain critical intelligence. However, as social media is
only one of the channels that may be used in a crisis and do not in any

12
 way replace existing means of communication, such process and
protocols need to be harmonised;

c. Capability Development. Three capabilities are identified:

i. Early Detection. Pre-emptive and early detection mechanisms

need to be in place so that early signs of a brewing crisis can be
discovered. This will require an active sense-making platform
where social networks, blogs and forums are regularly
monitored. Active dialogue and engagement with community
and active groups on social media are also needed so that these
relationships can be leveraged on during a crisis;

ii. Optimised Task Handling. Dedicating resources to support

information dissemination, disaster planning and training,
collaborative problem solving and decision making as well as
information gathering within the organisation could help ensure
that tasks are handled optimally from the onset of a crisis. The
targeted use of social media tools could serve to complement
existing analytical processes residing within ministries to
enhance crisis preparedness, response and recovery efforts;

iii. Integrated Public Alert & Feedback System. An integrated

public alert and feedback system that incorporates social media
tools that allow for a seamless and straightforward
communication from the government to the public and for the
public to send relevant information to enhance government
operations during a crisis is needed.

d. Measurement Activities. The use of appropriate leading

indicators5 to monitor the application of social media tools can help guide
ministries in the evaluation of existing crisis management plans that
leverage on social media tools. Developing leading indicators in areas
such as operational efficiency and utilization of public perspectives could
provide insights into existing organizational practices and how these may
be improved to enhance crisis management. Measurement approaches
should be consistent within government to aid benchmarking efforts.

5
A leading indicator may be used to monitor for possible emerging signals before new developments occur.
13
Conclusion

16. With increasingly more individuals using their mobile phones to go

online worldwide, surpassing time spent on traditional media such as television,
radio and print, it would be essential to carefully consider how social media
applications can be incorporated into an integrated crisis management platform
for effective crisis management. Leveraging social media technologies for crisis
management provide citizens with a greater role in preparing for and managing
crises which will help build resilient communities. Embracing resilience as a
civic value and a social norm should ultimately be the way forward to
encourage citizens to take the actions necessary to help themselves and others
during times of crisis.

Enclosures

Annex A Capabilities of Social Media Platforms across Social Media

Functions
Annex B Application of Social Media Tools for Crisis Management

Vanguard is a product of the RAHS Programme Office (RPO), which is part of the National Security
Coordination Centre (NSCC) in the Prime Minister’s Office.

RPO seeks to be A Leading Centre of Expertise in Strategic Anticipation for National Security. For more
information on the RPO, please visit our website www.rahs.gov.sg.

14
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16
 ANNEX A

CAPABILITIES OF SOCIAL MEDIA PLATFORMS ACROSS SOCIAL MEDIA FUNCTIONS

Platform Social Media Functions for Crisis Management

1. Information 2. Disaster Planning and
Dissemination
Ushahidi Data from various
sources is filtered,
plotted on a map, and
shared with the public
E.g., The Washington
Post
3. Collaborative Problem
Training Solving and Decision
Making
- Facilitates discussions
during a crisis
Responders can use the
data to improve their
situational awareness and
make informed decisions
(i.e., where are resources
needed, what trends are
emerging, can further crisis
be averted)
4. Information Gathering
A community platform for
the public to voice their
concerns, perceptions, and
thoughts regarding an event
through email, sms, smart
phone apps, twitter, and the
web
E.g., Al Jazeera

E.g., United Nations Office

for the Coordination of
Humanitarian Affairs
(UNOCHA), Crisis
Mappers, United States
Institute of Peace

Crisis Information gathered is Courses are available on - Leverages mobile & web-

A-1
Mappers used to provide early crisis mapping related based applications,
warning for rapid topics to understand the participatory maps &
response to complex role of crisis mapping and crowdsourced event data to
humanitarian humanitarian technology gather information and
emergencies during crisis response power effective early
warning for rapid response
E.g., UNOCHA E.g., Harvard to complex humanitarian
Humanitarian Initiative, emergencies
United States Institute of
Peace, ICT for Peace E.g., ICT for Peace
Foundation, Federal Foundation, UNOCHA
Department of Foreign
Affairs – EDA,
UNOCHA

Sahana - Software is used to plan Enables information Tracks and manages

for and manage crisis and sharing across requests for help from
evacuation strategies organizations, connecting individuals and
donors, volunteers, NGOs, organizations
E.g., City of New and government
York/Office of organizations Tracks organizations and
Emergency Management programs responding to the
Provides awareness of all disaster
important locations in a
disaster response (e.g., Enables the capture of
shelters, hospitals, photos, exchange of data
warehouses etc) and across facilities for use in
maintenance of a missing catastrophic situations
persons/disaster victims
E.g., US National Library
A-2
 Registry of Medicine

E.g., US National Library

of Medicine, City of New
York/Office of Emergency
Management, Missouri
Department of Public
Safety, Chengdu Police

Open Maps of countries and - - During the Haiti

Streetmap their locations are Earthquake, a street map of
available online for the Haiti was developed from
public to view scratch in only two weeks,
a project that should have
taken about a year as a
result of intense
information gathering
efforts.

E.g., Crisis Commons,

World Bank, UNOCHA,
UNOSAT, International
Federation of the Red
Cross

CrisisCamps/ CrisisCamps allows crisis Volunteers worked together Mobilizing almost 2000
Crisis response professionals to to build tools, search and laypeople (mostly
Commons explore new ways of translate data, and solve technologists) in 25 cities
sharing best practices unique challenges brought around the world to meet
forth by the crisis. information needs
A-3
 CrisisCamps also rallied
and provided support, and
attracted new volunteers
to support response
efforts in the Thailand
floods and the Gulf Coast
Oil Spill
Random Mobile applications RHoK brings together
Hacks of allowing residents to disaster relief experts and
Kindness find out where they can software engineers to
(RHoK) use food stamps to work on identifying key
purchase local fresh challenges to disaster
produce relief, and developing
solutions to these critical
issues.
E.g., Kenyan Red Cross,
World Bank
A-4
generated by the Haiti
E.g., Haiti Earthquake – operation.
Hack to expand long
distance wifi connectivity E.g., Open StreetMap
E.g., Random Hacks of
Kindness
Hacks developed at RHoK
#1, the first global RHoK
hackathon (Jun 2010), are
already being implemented
to assess landslide risk in
the Caribbean and
crowdsource bushfire
information in Australia.
E.g., Kenyan Red Cross
 ANNEX B

APPLICATION OF SOCIAL MEDIA TOOLS FOR CRISIS

MANAGEMENT

1. Caselets 1 and 2 describe the following social media functions to aid

crisis preparedness: (1) information dissemination, and (2) disaster planning
and training.

CASELET 1: SAHANA

Sahana is a Free and Open Source Software (FOSS) application that provides a
comprehensive solution for disaster information management, relief and recovery
operations. Sahana includes web-based disaster management applications for inventory
management, situation awareness and volunteer coordination. Since 2007, the New
York City’s (NYC) Office of Emergency Management has used Sahana to manage its
all-hazards sheltering plan, which involves 500 shelters capable of housing over
800,000 persons during a crisis. As part of the NYC Coastal Storm Plan, Sahana was
used to plan for and manage the evacuation facility structures needed to house the
thousands of potential evacuees in the NYC metropolitan area.

In addition, during Hurricane Irene in 2011, Sahana helped the NYC’s Office of
Emergency Management manage aid and volunteers, and locate missing persons as
well as track information for government and non-profit agencies.

Key Learning Points

 The effectiveness of Sahana may be attributed to its ability to facilitate resource

management and communication during crises, which has allowed the system to be
deployed in various countries during different types of natural disasters. To date, the
software has been used in over fourteen emergency and disaster relief efforts. The
success of Sahana as a disaster management system may also be attributed to the
bond between the FOSS philosophy and the humanitarian requirement of disasters.

 FOSS platforms like Sahana present a low cost option for setting up a crisis
management system while providing flexibility in terms of technical
customization based on the crisis situation. In addition, Sahana’s visualization
features provide a common and consistent way of tracking and representing
information that has been identified to support the early detection of risks and
uncertainties.

B-1
 CASELET 2: FEMA

Through the use of social media, the U.S. Federal Emergency Management Agency (FEMA)
seeks to provide timely and accurate information concerning disaster preparedness response
and recovery as well as transparency into the agency's operations through internal and
external information exchange using appropriate channels.

FEMA provides valuable information on its main website that range from safety tips on
family emergency planning to storm and hurricane forecasts. Public forums are used to
promote interaction with crisis management organizations during a crisis. Another site by
FEMA, challenge.gov, allows FEMA and other federal agencies to pose questions on
specific challenges such as healthcare and energy conservation, to gather public feedback.
FEMA is currently working with Apple, Google and Microsoft to improve communication
between citizens, first responders, volunteer groups, the private sector and various levels of
government through the use of YouTube and Twitter.

[Similar to FEMA, the Dutch Government has also developed an emergency

preparedness website, http://www.nederlandveilig.nl/noodsituaties/, to educate people by
providing a list of sites that deal with emergency preparation. In addition, ‘NL-Alert’ is
used to reach out to people in the immediate vicinity of a crisis by mobile phone to
disseminate updates and offer timely assistance. Another site, www.crisis.nl, is intended
to be the focal point for the public dissemination of information during an emergency.]

Key Learning Points

 The use of social media tools has allowed FEMA to tap on the best ideas from online
communities to better deal with crisis-hit areas by promoting communication using email
and Web 2.0 technologies that allow people to receive regular updates across 86 topical
areas such as storms, floods and earthquakes.

 The application of social media tools such as Facebook and the deeper integration of
social networking practices into FEMA's communications plan through online GIS data
and automated RSS feeds, has enabled the agency to prepare for, respond to and recover
from disasters by enhancing internal collaboration and facilitating dialogue between
employees and external partners.

 FEMA operates by using the approach of a single focal point to communicate with
the public on crisis-related matters. FEMA’s growing use of Web 2.0 tools and third
party social networking sites have also improved the quality of content being
posted, and enhanced the overall end-user functionality of its website.

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Application of Social Media Tools for Crisis Relief

2. Caselet 3 describes the application of the following social media

functions to aid crisis response: (1) information dissemination, (2)
collaborative problem solving and decision-making, and (3) information
gathering, while Caselet 4 describes the application in the area of (4)
information dissemination, (5) disaster planning and training, (6) collaborative
problem solving and decision making, and (7) information gathering.

CASELET 3: USHAHIDI

Ushahidi is a downloadable software that enables people to submit eyewitness reports

during a conflict or disaster. This information is then displayed onto a map to augment
further analysis.

Ushahidi Haiti was deployed during the Haiti Earthquake (2010) to crowdsource data
from people on the ground. Using social media tools and mobile text messages,
information gathered was crystallized to support coordination efforts of the
humanitarian relief services, which comprised human aid organizations including
InSTEDD and the Red Cross. The crowdsourced information, which came in the form
of reports, helped to improve organisational situational awareness of crisis-related
events occurring at various locations, and enhance decision-making in issues pertaining
to aid and resource.

Key Learning Points

 The effectiveness of Ushahidi may be attributed to its ability to establish itself as a

credible source of information. The site provides accurate information by
conducting checks and verifying reports received from a range of external sources.
In addition, NGOs are invited to provide credibility ratings on reports uploaded to
the Ushahidi website to validate and organise information for wider use among
various human aid organizations.

 Ushahidi has allowed communities to collect, filter and extract relevant

information such as comments and feedback to supplement official
information with public content. The use of crowdsourcing for crisis
management could provide a credible means of systematically analyzing and
visualizing information for crisis managers to respond effectively to a crisis.

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 CASELET 4: CRISIS MAPPING

Crisis mapping is a growing field that seeks to leverage mobile platforms,

computational models, geospatial technologies, crowdsourced data and visual analytics
to power effective early warning for rapid response to complex humanitarian
emergencies.
Crisis Recovery
Crisis Mapping ecosystems were used as the central mechanism for coordinating
imagery and of
Application mapping
Socialactivities duringfor
Media Tools theCrisis
Haiti Earthquake
Recovery in 2010. Through the use
of web-based applications, participatory maps and crowdsourced event data,
organisations
14. Caseletswere able6todescribe
5 and gather information quickly
the application ofand
theprovide theirsocial
following assessments
mediaof
locations which may have required relief the most.
functions to aid crisis recovery: (1) collaborative problem solving and decision-
making, and
Post Haiti, (2) mapping
crisis information gathering. technologies are being explored by
and humanitarian
Humanitarian Assistance and Disaster Relief (HADR) organisations, government
organizations and NGOs to augment crisis relief. In terms of training, there are also a
growing number of courses being conducted on crisis mapping to educate crisis
managers on complementary tools that may be used to analyse and manage crisis
information.

Key Learning Points

 The effectiveness of Crisis mapping may be attributed to its diverse community of

members, which comprise international experts, practitioners, policymakers,
technologists, researchers, scholars and skilled volunteers with a keen interest in
crisis mapping and technology, and their impact on humanitarian crises. To address
the challenge of verifying crowdsourced information posted by the public, people
within the crisis mapping community have built up a reputation based on the history
of how they have been reporting information.

 In an era of data deluge, there is a need for better tools and training for analyzing
crisis information. The development of a few simple, shared analytic tools and
training sessions, such as crisis mapping tools and capabilities, could create greater
value from information extracted from various sources.

 Crisis Mapping highlights the importance of training and developing relevant

expertise in staff working in crisis functions. Speaking a common language and
sharing a robust set of skills within crisis management communities are key
prerequisites of any effective crisis management plan that seeks to augment
human networks with suitable technologies and know-how.

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3. Caselets 5 and 6 describe the application of the following social media
functions to aid crisis recovery: (1) collaborative problem solving and decision-
making, and (2) information gathering.

CASELET 5: SensePlace2

SensePlace2 is a map-based web application that collects essential information to allow

for swift communication between government and citizens during an emergency. The
application, which is developed by the GeoVista Center at Penn State University (U.S.),
allows for a more complete analysis of information from Twitter by capturing, locating,
and displaying extracted data.

SensePlace2 has been designed to integrate multiple text sources (e.g., news, RSS, blog
posts), which are then translated onto a map to allow emergency responders to easily
filter through data by place or time, so as to analyse changing issues and perspectives.

SensePlace2 supports an understanding of spatial and temporal patterns of activities,

events, and attitudes that can be identified through the analysis of its geo-located
Twitter database. A key goal for this interface is to support the analyst’s ability to
explore, characterize, and compare the space-time geography associated with topics and
authors in Tweets.

Key Learning Points

 SensePlace2 supports overview and detail maps of tweets by using a crawler to

collect tweets containing topics of interest. Each tweet is then processed and key
information (e.g., locations, organizations, persons, hashtags, URLs, etc.) is
extracted to describe the geographic content associated with tweets as well as the
locations where Tweets were reported by users.

 The SensePlace2 interface, which includes a query window, map, time-plot

control, relevance-ranked list of tweets, and a task list, supports the analysis of
social media inputs based on geography. The SensePlace2 architecture and user
interface also reflect user input from a structured survey of emergency
management practitioners to enhance situational awareness and overcome
crises.

B-5
 CASELET 6: REBUILDJOPLIN.ORG

The town of Joplin (Missouri, U.S.), which recently suffered a tornado in 2011,
provides a good example of how recovery has become increasingly social. In the
immediate days following the tornado, the majority of communication that was
happening within the city occurred almost entirely through social media, as it was
easier to post messages on Facebook and Twitter than to try and make a phone call or
send a mobile text message. As the effort moved into the recovery phase, the
communication and problem solving mechanisms were subsequently formalized and
strengthened through the use of the RebuildJoplin.org website.

RebuildJoplin.org is designed as a collaborative platform and is linked to a Facebook

page of the same name. Using the platform, affected community members are able to
quickly search and retrieve crisis-related information based on content that has been
gathered and archived over time.

Key Learning Points

 RebuildJoplin.org is more about the relationships that are developed as a

consequence of using the platform, rather than simply the tool itself.
RebuildJoplin.org also has a Facebook page with over 7,000 fans. Their presence is
open, allowing anyone to post to their page on topics ranging from community
recovery events to donations.

 The relative ease of using readily available social media tools, as in the case of
RebuildJopolin.org and its Facebook page, show how low-cost technological
solutions may be harnessed to support human practices in the areas of
information gathering and problem solving during a crisis.

 The emphasis going forward could be to explore how organisations can foster
better community engagement before the onset of a crisis, so as to tap on its
knowledge base and potential capabilities, where possible, to improve crisis
response.

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